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You rolled out the AI. You sent the email. You gave the team access to the tools of the future.And then… crickets.No one uses it. No one’s excited. And worse—some are actively pushing back.What happened?&nbsp; Change doesn’t fail because it’s wrong. It fails because it’s frightening.AI and digital transformation are packaged as progress. But to the people doing the work, it can feel like betrayal.“What about the skills I built?” “Do I still matter?” “Am I being replaced?”These aren't complaints. They’re symptoms of fear.Not fear of technology— Fear of being left behind.&nbsp; Here’s the trap: most leaders respond with logic.Slide decks. Demos. ROI. They try to convince people to change.But fear doesn’t speak PowerPoint.Fear needs something else. It needs a story. It needs trust. It needs permission to feel uncertain—and move forward anyway.&nbsp; Think of resistance like ice. Cold. Solid. Unmoving.You don’t break the ice by yelling at it. You warm it. Slowly. Consistently.One conversation. One shared success. One person who says, “Hey, this actually helped me.”That’s how it melts.&nbsp; I once met a team that refused to use the company’s new AI workflow tool. Weeks of training, incentives, nothing worked.Then one quiet analyst used it to cut a four-hour report down to fifteen minutes.She shared the result. Not the tool. Not the process. The outcome.And suddenly, the resistance cracked.No pitch required. Just proof.&nbsp; So if your team’s resisting change, don’t blame them. See them.Understand that change is emotional. Understand that comfort is powerful. Understand that people don’t fear AI. They fear irrelevance.And then… lead.With empathy. With stories. With small, repeated acts of generosity.&nbsp; The future doesn’t belong to the fearless. It belongs to those who feel the fear—and still take the next step.Your job isn’t to eliminate resistance. It’s to build bridges across it.One person. One conversation. One story at a time.Ready?Then go melt the ice.

AI Adoption: Why Resistance Isn’t Futile—It’s Human

The robots didn’t fail. We did. In 2025, the tools are smarter than ever. AI writes code, answers questions, personalizes marketing, forecasts demand. But across companies, something’s broken.Despite all this power, most teams aren’t adopting AI. Not really. Not deeply. Not in a way that changes the work.And the reason isn’t technical. It’s human.&nbsp; Executives are buying AI subscriptions like gym memberships in January. Plenty of promise. Plenty of dashboards. But very little actual use.Why?Because AI adoption isn’t a software problem. It’s a trust problem. It’s a habit problem. It’s a fear problem.We’ve given people the keys to a rocket ship and expected them to take off without teaching them how to fly—or why they should even leave the ground in the first place.&nbsp; When a new tool shows up, the first instinct is rarely curiosity. It’s usually fear.“Will this replace me?” “What if I’m not good at it?” “Why should I change what already works?”The tension isn’t about AI. It’s about identity. We don’t resist tools. We resist the story they tell about us.&nbsp; The mistake most leaders make is throwing tutorials at the problem.But change doesn’t come from access. It comes from motivation. From relevance. From connection.Instead of rolling out AI tools, roll out AI stories:Stories of team members who saved 10 hours a week using automation. Stories of junior staff leveling up with AI-enhanced skills. Stories of leaders who got closer to customers with smarter insights. When people see themselves in the future, they start walking toward it.&nbsp; One product team resisted AI tools for months. Until one marketer quietly used ChatGPT to run sentiment analysis on customer feedback. She spotted a trend no one had noticed—a feature that frustrated beta users. They fixed it before launch. It saved the product.That spreadsheet didn’t come from a memo. It came from someone who wasn’t afraid to ship something new.Now that team uses AI every day.It didn’t take a transformation consultant. It took a story worth repeating.&nbsp; If you’re leading digital transformation in 2025, remember: You’re not installing software. You’re inviting a shift in mindset.Ask:Who’s telling the story of how this helps? What habits need to die before new ones are born? Are we making it safe to try, fail, and learn? You don’t need everyone to adopt AI. You need a few brave ones to go first—and tell others what they saw.That’s how tribes form. That’s how movements start. That’s how real transformation happens.Now go. Find your early adopters. Give them a story worth sharing. And lead.

The Real Reason Your Team Isn’t Using AI (And What To Do About It)

Businessman Using ERP Software System on Virtual Interface, Integrating Business Processes and Data Management Solutions for Efficient Workflow, ERP data icon to analyze marketing technology

<h2>Understanding ERP Implementation</h2>
Enterprise Resource Planning (ERP) systems are the backbone of many organizations, streamlining processes and providing a comprehensive view of business operations. However, implementing an ERP system is a complex process that requires careful planning and execution. As a Technical Program Manager, the key to success lies in understanding both the technical and organizational aspects of the implementation.

<figure id="figure-d2b6rc2xvnumf7ea75h"><img id="d2b6rc2xvnumf7ea75h" src="https://media.gettyimages.com/id/2223800942/photo/businessman-using-electronic-pen-sign-tick-mark-on-virtual-document-for-online-approve.jpg?b=1&s=2048x2048&w=0&k=20&c=VX9p11x02iVFW8yFtME8hmfwiweqk3_teLvWJf0jZDI=" alt="erp system" class="object-cover bg-gray-100" style="aspect-ratio: 16/9"></figure>

<h3>Setting Clear Objectives</h3>
The first step in a successful ERP implementation is to set clear and achievable objectives. It's important to identify what you want to achieve with the new system. Whether it's improving efficiency, reducing costs, or enhancing customer service, having a clear vision will guide the entire project. Communicate these objectives to all stakeholders to ensure everyone is aligned.

<h3>Building an Effective Team</h3>
An ERP implementation project requires a diverse team of experts. This includes IT professionals, business analysts, and representatives from various departments who will be using the system. Assembling a team with the right mix of skills is crucial for addressing technical challenges and ensuring the system meets business needs.

<figure id="figure-9vqj5tr3tmf7ea75h"><img id="9vqj5tr3tmf7ea75h" src="https://media.gettyimages.com/id/1344701426/photo/shot-of-a-group-of-businesspeople-talking-at-a-conference-in-a-boardroom.jpg?b=1&s=2048x2048&w=0&k=20&c=nFkzLhyS5r2TUomUnWbg4WvkexsFDNl0tOsnsTarXiQ=" alt="team meeting" class="object-cover bg-gray-100" style="aspect-ratio: 16/9"></figure>

<h3>Data Migration and Management</h3>
The process of migrating data from old systems to the new ERP must be handled with precision. Data integrity is paramount, and any errors can lead to significant setbacks. Develop a detailed plan for data migration, including data cleaning, mapping, and validation. Regularly back up data to prevent any loss during the transition.

<h3>Training and Change Management</h3>
One of the most critical aspects of ERP implementation is ensuring that end-users are adequately trained. Providing comprehensive training sessions helps users become comfortable with the new system, reducing resistance and increasing adoption rates. Additionally, effective change management strategies can help ease the transition process.

<figure id="figure-sd4hisbsurmf7ea75h"><img id="sd4hisbsurmf7ea75h" src="https://media.gettyimages.com/id/1349340381/photo/shot-of-a-young-businesswoman-giving-a-presentation-at-work.jpg?b=1&s=2048x2048&w=0&k=20&c=jV-8OzviRZk4cdijyrt1m43RRLx5bzZ4atM_3Po4tHo=" alt="employee training" class="object-cover bg-gray-100" style="aspect-ratio: 16/9"></figure>

<h3>Testing and Quality Assurance</h3>
Before going live, it's essential to thoroughly test the ERP system. This involves conducting multiple rounds of testing, including unit testing, integration testing, and user acceptance testing. Identifying and fixing issues early on can prevent costly problems down the line. Ensure all stakeholders are involved in the testing phase to gather diverse feedback.

<h3>Continuous Improvement</h3>
ERP implementation doesn't end at go-live. Continuous improvement is necessary to adapt to evolving business needs and technological advancements. Regularly assess the system's performance and gather feedback from users to identify areas for enhancement. Implementing updates and improvements can lead to sustained success and increased ROI.

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<h3>Lessons Learned</h3>
Reflecting on the lessons learned from past implementations can offer valuable insights for future projects. Some common lessons include the importance of clear communication, managing stakeholder expectations, and maintaining flexibility to accommodate unexpected challenges. Documenting these lessons can serve as a guide for future ERP initiatives.

<h2>Conclusion</h2>
ERP implementation is a significant undertaking that requires meticulous planning and execution. By focusing on clear objectives, building an effective team, ensuring data integrity, providing thorough training, conducting rigorous testing, and embracing continuous improvement, organizations can achieve a successful ERP implementation. The lessons learned from experienced Technical Program Managers can pave the way for smoother transitions and greater operational efficiency.

ERP Implementation Success: Lessons from a Technical Program Manager

<span style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;" data-mce-style="font-family: inherit; font-size: calc(16px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal); -webkit-text-size-adjust: 100%;">The world often mistakes volume for strength. But shouting is not the same as power. Real strength is steady, quiet, grounded. Strength is the woman who keeps showing up when no one claps. It’s the one who builds when it would be easier to walk away. It’s found in restraint, not just resistance. We live in a culture that rewards the boldest voice in the room. But sometimes the strongest voice is the calmest. The one that doesn’t need to prove anything, because it already knows. Strength is not about drowning others out. It’s about being unshakable, even when the room underestimates you.

Strength is Not Loud

Anyone can finish. Few can win.Finishing is crossing the line because time ran out. Winning is shaping the outcome on your own terms. You can finish a degree without learning anything. You can finish a project that adds no value. You can finish a career feeling unfulfilled. Finishing alone is survival. Winning is different. Winning means you aimed at something that mattered and achieved it with integrity. Winning is not about the scoreboard. It’s about alignment—between effort, purpose, and result. The temptation is to confuse busyness with winning. Don’t.Finishing proves you endured. Winning proves you mattered.

Winning is Not the Same as Finishing

Comfort feels safe, but safety rarely builds strength. Growth starts where comfort ends. That pit in your stomach before a hard conversation, the awkwardness of learning a new skill, the sting of rejection—these are not signs you’re failing. They are signs you’re stretching. Discomfort is your body’s way of telling you you’re crossing into new territory. You cannot discover new ground while standing still. Discomfort is not a threat. It’s an invitation. What does it look like in practice?Stay in the hard conversations.Ask for feedback that makes you squirm.Try the thing you don’t yet know how to do. Growth is not neat. It is jagged, uncertain, and often painful. But when you feel discomfort, don’t run. Recognize it for what it is: the first sign that transformation has begun.

Why Discomfort is the First Sign of Growth

Priscillar Simon Banda

Priscillar McMillan is a high-impact Change Manager, ERP Implementation Lead, and Technical Program Manager with deep expertise in modernizing systems, aligning cross-functional teams, and driving transformation across regulated industries.

She has led full lifecycle implementations of enterprise systems — from client onboarding platforms and claims operations to medical compliance trackers and government reporting modules. Whether deploying ERP solutions or leading multi-department rollouts, Priscillar specializes in guiding organizations through the technical, operational, and human side of change.

Her track record includes:
	•	Leading cross-functional teams across IT, compliance, medical, and client services
	•	Managing system integrations tied to HIPAA, ORR-5, and federal grant compliance
	•	Driving complex ERP rollouts with minimal disruption and high adoption
	•	Building reporting and automation tools to enhance program visibility and executive decision-making
	•	Training and transitioning 100+ users across multiple departments through system migrations

Priscillar’s work spans FinTech, HealthTech, public sector, and nonprofit environments. She is fluent in leading enterprise-wide change, designing scalable operations, and aligning tech execution with leadership strategy. Known for her clear communication and structured thinking, she bridges the gap between executive vision and system delivery.

If your organization is navigating digital transformation, system migration, or program expansion — she is the technical operator and change architect you want in the room.
